From Resistance to Participation
March 15th, 2010 | 
Author: Change in our organizations is a constant occurrence; the pace seems to have picked up. I suspect this will be true for the rest of our working lifetimes. As our organizations and communities are becoming part of the global economy, resistance is still the currency.
Leaders tell me that implementing change is like pushing a several-ton boulder uphill; they are acting against resistance. Pushing uphill is tough enough; the people in their organizations are also pushing on the other side of the bolder, avoiding change, complaining and thwarting the uphill efforts. For every foot uphill, the organization is moving two feet downhill.
Do you feel it too? You’re wearing down. Pushing has taken its toll. You are pushing alone, against so much resistance, and it’s darned hard work. It doesn’t have to be this way.
Inviting
There isn’t a better time to stop pushing change and start inviting it. The word “invitation” is spacious and accepting; but it may also make you feel vulnerable. Rest assured that inviting participation in change beats the alternative of heavy pushing and the loneliness of doing it all by yourself.
Inviting others presupposes that some of those you solicit will RSVP in the affirmative, some will provide “regrets” and some will refuse to respond. As an organizational leader, you must be willing to accept all responses (or non-responses) and lead together with those who choose to participate.
Those who provide regrets or don’t respond must not suffer consequences. They simply choose not to participate; perhaps in some not- too- distant future, they will.
Participating
So call a meeting. Invite everyone who might care about making things better. Explain the dilemma of resistance you’re experiencing. Ask:
- If you were the leader, what would you do in this situation?
- What can we do better, faster, and less expensively?
- Who else needs to be included in this conversation?
- What are we willing to try?
- Who is willing to help?
- Where do we start?
Ahh…..feel the resistance changing to participation? Can you smell collaboration and teamwork in the air?
Posted in 22 Responses to “From Resistance to Participation”
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The point to focus on those interested in being a part of change is extremely valuable to me. Doesn’t it seem momentum suffers most because the effort is more to convert those with their feet in cement than to focus on those ready to act? I’ve felt that way many times in life. I like to be part of the group leading the charge. It’s so much more rewarding when those setting the pace are pushing forward, leaving those in the back to hurry to catch up, versus having the front of the pack slow down, or even stop, so those dragging their feet can catch up.
Great points. I have always been a fan of William Bridges “4Ps of change communication” (purpose, picture, plan, & part) as they allow you to achieve just what you are talking about. Instead of driving people to change, you paint the vision as invite them to stand beside you and see how they are crucial to the effort.
Bringing the subject up with the team is so empowering and effective! Team issues in which the team is included in the solution always generate creative ways out of the rut! More than pushing, inviting requires a leader to be aware of self and others. As you very well say, for the invite to be real, you must be willing to take “no, thanks” for an answer. If not, it is just an order disguised as invitation. Everyone hates those! People will then resist the control and exert their rebellious power by non compliance.
There is always the force of wanting to be included that works for you there. And people who do not accept the invite might see things changing around them in ways they are not a part of. Next time, they may want to be in!
It’s very difficult to get leaders to see the fact that they created both the boulder and the hill of resistance by their previous and current actions. Resistance in these settings becomes a self fulfilling prophecy. Bret
Ah, wonderful memories! In fact, the memory is one of triumph although it didn’t feel like that at the time.
I was new and the leader of all things technology, in a customer training department that had employees with 15-25 years of experience – lots of resistance to change!
They were anticipating failure, and wanted the change to fail. So I started the meeting telling them what they were thinking (of course they weren’t expecting that!). Once I got their attention I explained what the situation was and the reason for the changes. The question that got the resistance to completely dissipate was, “Ok, so we can’t solve it all right now, but we’ve got to start somewhere… any ideas?” This is very similar to your recommended question, “Where do we start?”
Your article encourages us to see resistance as an opportunity to build trust and respect with those who want to be involved! My motto: Change happens one conversation at a time.
Brilliant post!
Lisa, I think your comment reminds me of the 80/20 rule for management. Managers spend 80% of their time dealing with the bottom 20% of their performers. Seems to work here, too.
Perry, I love how William Bridges’ work has endured. Your comment is one reason for this. Thanks for the reminder.
Monica, wonderfully put. Thanks!
Bret, how true. Although I don’t torture my clients (“we have our ways”), that is one of the things I think I do well: 1. Help them to see what they’ve created 2. Help them to see a better way 3. Help them to figure out what to do about it. Thanks!
Sonia, Thanks for illustrating so well what an invitation may look like – and that it can work!
I agree with others that presenting this as an invitation is a great approach as it allows team members to respond according to how they see the situation. But what I find particularly important is the point of starting the process with those who are in agreement with the change, while not penalizing those who aren’t. In my own experiences, I’ve seen several times where the leadership presents it as an ‘all or nothing’ scenario, that if just one person disagrees with the plan, it doesn’t get done.
The glaring problem with this is that it creates an unnecessary power struggle, where some people go against the change not because they have valid concerns, but merely to demonstrate to others that they can wield such control over the project. By working with those who are motivated to do the work, the process will start moving along, and as the issues that those who were doubtful of the change fall by the wayside, more of the team will join in and eventually, even the most opposed will see the merit in being a part of the process.
Great points, Mary Jo. Thanks for pointing them out.
Interesting post Mary-Jo. It takes me back to a rather enormous change program that I was involved in with a larger company. The consideration given to ensuring maximum engagement and “buy-in” was obvious from the level of inclusion that there was in the program from every element of the company.
Influencers and leaders (mgmt or technical)were used from all places to ensure that they would in turn share the message and reasons for change with their respective groups/peers. This meant that there was no perception of it being a top down approach only, but a real collaboration to ensure success.
I really like the concept of invitation. I still have some old hangups about – participation even though it means engagement and “the state of being related to a larger whole”. I think it is because leaders often ask for participation but do not relinquish ownership. This means giving up some preconceived idea of how things will turn out.
I have always said . . . “I may not always want to go to the party, but I sure want to be invited.”
I love your concept. The main reason why we experience resistance to change is because people don’t feel invited. When you are invited to a party, you are honoured, aren’t you?
So, how can we create a spirit of hospitality in change processes? Our contribution is that we invite people to a Change Journey (http://www.changejourney.org) and share their experiences along the way.
Love the questions! as an invitation to change and the dilemma of resistance.
Tanveer, I always appreciate your thoughtful comments. When I wrote this, my intent for the “invitation” was that a leader invite anyone who cares about making things better – not necessarily those who agree (thats why the open ended questions are important). I wonder what difference it might make if only those in agreement with the changes were invited? I wouldn’t necessarily suggest it, but you’ve given me some food for thought on that one, thank you. I once had the good fortune to have 10 minutes of Peter Block’s time to myself. He told me that the invitation (and how it is worded) is so very important – I’ve not forgotten that. I wonder what he might say about this?
Barney, welcome – and what a great story. I’ve been known to tell a story where the opposite happened. The invitation was never made, rather it was a mandate. The net result of this enterprise-wide project was a multi-million dollar loss. I like hearing the good stories too.
Roberta – I like that analogy about the party. I think I’ll use it! Thanks!
Holger – quite wonderful concepts you speak of here – honor and hospitality. Thanks!
Deb, welcome and thanks for your kind words. I love questions too!
In my experience, there have always been people within organizations who want to make positive change and are just looking for the freedom to do so. I believe another question in the invitation from a leader might be, “What are we doing to stand in your way?”
The boulder you speak of is not so much the behaviors and attitudes of people you are trying to change, but the bureaucracy, culture and status quo that blocks progress.
Thank you for the post!
Heather
Hi Heather,
Most people are fearful of change; the boulders can come from anywhere. I’ve seen organizational cultures that are not bureacratic, with open cultures – who still have employees who refuse to participate in change. I do think we can assume that resistance to change can come from anywhere within an organization.
Thanks for your comment.
Dear Mary,
In some cases resistance to participation can be explained. In some organizations it works like this: you make a suggestion-you’ll be charged with implementation-you’ll be hold responsible if it didn’t work out as planned. No wonder that people don’t rush forvard.
I think by nature many people will steadfastly defend their position and thus be very difficult to change, If a leader can make the process more inviting and involving to an employee that resistance lessens enough to get things done. Using Tact and listening when communicating would be a good start.
thanks for the post,
Joe
Hi, Mary Jo,
I like the invitation analogy. That is very helpful. Dialogue and participation are great ways to help deal with resistance. Sounds like this advice is specifically for dealing with individuals. Would you extend this to deal with group resistance as well? Do you feel participation by representation works as well in those contexts or would you bring in the entire group?
Thanks for the thoughts!
[...] Mary Jo Asmus from Aspire Collaborative Services helps us create organizational change by outlining the steps to move From Resistance to Participation. [...]
I love the questions you suggest asking of the invitees to the change process. That’s a way to create buy-in!
Thanks Janna!
A great article, thanks. It’s important to find catalysts to help begin the change process. In my work, I bring creativity to groups through music – it’s an opener to communication with typical hierarchy or obstacles and does a lot to get conversation going.
Wow, Billy. What a powerful way to build teams. Music can be so powerful, as evidenced by your website. Thanks for stopping by.